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| Criterion |  Decision Making PERT Estimation |  Decision Making Decision Tree |  Business Strategy Business Model Stress Test |
|---|---|---|---|
Purposedifferent | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. |
Complexitydifferent | Medium | Medium | High |
Timedifferent | 15-45 min | 30-90 min | Half day |
Participantsdifferent | 1-8 | 1-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Decision Tree, Option Map, Assumption List | Stress Test Report, Action Plan per Scenario |
Tagsno overlap | EstimationUncertaintyRisk | DecisionTreeOptions | StrategyBusiness modelRiskDiagnosis |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
